...Post Event Report : “Ethics in the Workplace” Panel Discussion Event 11th October 2011 at Accenture, London EC3M 3BD Report By: Manisha Dahad, Centre for Social Brilliance, manisha@socialbrilliance.org Vinay Gulati, Spinlondon Network Limited, vinay.gulati@spinlondon.co.uk Introduction Spinlondon Network Limited conducted an interactive Workshop on Ethics in Business in August 2010, which was very successful. A year later in August 2011, on popular demand, Spinlondon organised a Round-Table discussion on the subject of Ethics which eventually led to planning and conducting a Panel Discussion event on Ethics in the Workplace. This short report highlights some key points from an exciting and thought provoking discussion that took place on the evening of 11th of October 2011 in London at the Accenture offices on the topic of Ethics in the Workplace. The diverse panel consisted of representatives from Reed Smith, Diverse Ethics, Institute of Business Ethics, Accenture and Centre for Social Brilliance and a very participative and enthusiastic audience. 2 Testimonial “I had a very engaging time discussing business ethics with the panellists and attendees. I am always impressed by how deeply our people care about ethics and values in the workplace, and I think we all know that without integrity and values, we have no business. I found it quite interesting how several panellists noted that more and more, new employees are looking for an ethical organization to join...
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...Page 1 of 27 Page 2 of 27 1. Executive Summary When Amazon.com started its business operations on 16-07-1995, with a few employees packing & shipping boxes of books from a two-car garage in Bellevue, Wash. The company's founder and CEO, Mr. Jeff Bezos used some of his time on the road to write the company's business plan when he was leaving N.Y. City for the Pacific Northwest. On its 15th-anniversary in 2010, Amazon is truly proud to be one of the world largest online retailers, selling everything from musical instruments and sports equipment to household appliances and apparels (Kayla, W. 2010). In our coursework group assignment, we are tasked to study and analyse the strategic management issues of Amazon.com. The case study will base on fourth quarter of 2007 as a current year. We will be evaluating the company's external and internal environments, how the company emerge into the industry by means of its strategies management in dealing with economic, technology & distribution issues and competition. We will also look at the company's vision & mission and it relate to the expansion of its product lines and reach, to increase its revenue and market share, and to understand and consider their possible near-term and long-term objectives that the organization could pursue. Lastly but not least, to out up recommendation for Amazon and conclude it with our learning experiences on BPS module. Page 3 of 27 2. Company Overview Amazon was founded by Mr. Jeff Bezos in 1994...
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...“SELECTION AND ARRANGEMENT OF ANTERIOR TEETH FOR PREDICTABLE ESTHETICS AND FUNCTION IN COMPLETE DENTURE PROSTHESIS CONTENTS 1. INTRODUCTION 2. HISTORY 3. FACTORS CONSIDERED FOR DESIRED ESTHETICS FOR CONVENTIONAL COMPLETE DENTURE PROSTHESIS 4. SELECTION OF ANTERIOR TEETH 5. ANTERIOR TOOTH ARRANGEMENT AND PLACEMENT 6. PRINCIPLES OF TEETH ARRANGEMENT FOR ANTERIOR TEETH 7. GUIDELINES FOR TEETH ARRANGEMENT AND PLACEMENT FOR ANTERIOR TEETH 8. EVALUATION OF ESTHETICS 9. CONCLUSION 10. BIBLIOGRAPHY INTRODUCTION Esthetically and functionally acceptable complete dentures should not differ from natural teeth. Therefore, the selection and arrangement of artificial teeth is an important concern in complete denture construction. Several factors have been proposed as aids for artificial tooth selection and arrangement and numerous methods have been devised for evaluation of reliable esthetic factors in determining artificial tooth form and dimensions. Denture esthetics is defined as “the cosmetic effect produced by dental prosthesis which affects the desirable beauty, attractiveness, character and dignity of the individual.” The subject of esthetics, however, has always been a grey area in dentistry. It is not a totally scientific and objective description, nor is it hundred percent an art form. Denture esthetics is a blending or combination of the art form and the science of prosthodontics. As such it is not...
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...causes or drivers of performance and the relationship between them. The Congruence Model, first developed by David A Nadler and M L Tushman in the early 1980s, provides a way of doing just this. It's a powerful tool for finding out what's going wrong with a team or organization, and for thinking about how you can fix it. Understanding the Tool The Congruence Model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance. For example, if you have brilliant people working for you, but your organization's culture is not a good fit for the way they work, their brilliance will not shine through. Likewise, you can have the latest technology and superbly streamlined processes to support decision making, but if the organizational culture is highly bureaucratic, decisions will undoubtedly still get caught in the quagmire. To avoid this type of incongruence, the Congruence Model offers a systematic way to consider the root elements that drive organizational performance. The following diagram shows how the four critical elements relate to strategy and performance: How...
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...Stansfield College _ Singapore Literature Review _ HR502 Strategic Human Resource Management (PGDM Unit) Talent Management Shawn Tkatch March 2012 Program: MBA – VUN (Jan-Apr 2012 Term) Lecturer : Juhi Ranjan INTRODUCTION In 1997 a group of McKinsey consultants coined the phrase a “War for Talent” which refers to an organizations effort to improve strategies, policies and practices for the attraction, development, deployment and retention of talent for their business. This brings about the need to understand precisely what the organization requires and to determine the actual and potential talents required of the employees. David Whitwan, former CEO of Whirlpool Corporation stated “The thing that wakes me up in the middle of the night is not the economy or competitors; it is whether we have the leadership capability”. This statement reveals the challenges that organizations face in the new knowledge economy. Developing and retaining good and talented people has become a significant challenge for most businesses, big or small. In the 21st century, talent is being defined as the new wealth. In today’s business, most organizations are talent poachers opposed to talent developers within their existing employee workforce. Once talent is identified, companies use anything and everything to lure that talent to the organization in order to gain the competitive edge. A Harvard Business Review article from January, 2000 explains...
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...been slaves. When Henrietta was 4 her mother died and her father took her and 9 of her siblings back to Clover Virginia to be divided and raised by family members. Henrietta ended up being raised by her grandfather Tommy Lacks, who was also raising another child by the name of David Lacks “Day” that was left by one of his many daughters. Like the majority of the Lack's family Day had dropped out of school in the 4th grade, and Henrietta dropped out after the 6th grade. “No one could have guessed she'd spend the rest of her life with Day—first as a cousin growing up in their grandfather's home, then as his wife.” (Skloot 19). Henrietta and Day married and had several children, one of which had epilepsy and was put in a home to be taken care of. Eventually Henrietta and Day moved up to Baltimore Maryland in 1951. Henrietta had notice some irregular bleeding in between her menstrual cycle, and felt a lump around her cervical area. After finding this lump she went to Johns Hopkins, when she arrived she had informed them that their was a lump on her cervix. The staff responded with an attitude of, “what makes you think that you have a lump in your cervix?” When Henrietta went back in the segregated room, she informed the doctor where it was, and low and behold it was exactly where she told them. Right before treating her the Doctor had taken a piece of the tumor, put it in a dish and sent it down the hall to a man named George Gey (pronounced Guy), who was the head of the...
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...A. Compensation & Benefit Package: Competitive pay is the most recognizable part of a company's compensation and benefits package, and it's key in gaining and maintaining an advantage in the marketplace. Some of the first tools used to gain that advantage are market salary reports, which are used to determine the going market pay rate in similar companies and industries. When trying to keep up with market salary reports and the going market rates, small to medium-size businesses are sometimes at a disadvantage. Why is that? For one thing, the uniqueness of job roles within smaller companies can make it difficult to compare job responsibilities in the market and obtain suitable salary comparison data. A company's degree of competitiveness and ability to pay what the market bears can be another challenge. But the going market rate must be considered in an effort to achieve and maintain external equity. If a business owner concerned with retaining top talent, must consider the compensation practices of other companies in your industry as a tool for reducing both turnover and recruiting costs. Especially in a business where employees believe they can receive better pay for performing the same work somewhere else, there's little incentive to stay with an employer; therefore, you must be concerned with external equity. Factors within a company must also be taken into consideration when you're addressing compensation issues. Internal equity seeks to place the same value on jobs that...
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...Classroom English and Employability Skills: An Insight Author: E S Sharmila Sigamany, Assistant Professor, Kingston Engineering College, Vellore. Co-Author: S. Shirly Christina, Assistant Professor, Kingston Engineering College, Vellore. Abstract: Teaching English to students both at higher secondary level and at collegiate level requires a lot of planning and the ability to execute the plan. Language learning involves improvement in all 4 skills involved: Listening, Speaking, Reading and Writing (LSRW Skills) as well as language areas: vocabulary, grammar and pronunciation. But are all these 4 elements being visited upon in our classrooms? This paper aims at looking at the kind of English that is taught/learnt in our traditional classrooms in schools and colleges across India and how it relates to boosting the employability quotient in an individual. Keywords: LSRW, employability, communication, language learning. Introduction: Down the ages English gained popularity through commerce as there was a time when the sun never set on the British Empire – thanks to their conquests - and their colonies spread from one end of the Earth to the other end. Though English is a foreign language it has been taught in India for decades and as we are all well aware it is an associate official language. All our government documents exist in English as well as Hindi. "I would have English as an associate, additional language, which can be used not because of facilities, but because I do not...
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...May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development and consultative work. In contemporary business, it is customary for organizations to partner with either internal or external human resource professionals to assist with the people management or strategic elements of the business. The evolution of the discipline over more than thirty years is appropriate and attests to the contributions that can be made...
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...SEBIL ozyildirim SEBIL ozyildirim A Report to demonstrate an understanding of a heritage or cultural attraction in the UK (Kew Gardens). A Critical analysis of; distinctiveness, interpretation, authenticity and visitor management practice. Connections will be made between these key concepts personal visitor experience. A Report to demonstrate an understanding of a heritage or cultural attraction in the UK (Kew Gardens). A Critical analysis of; distinctiveness, interpretation, authenticity and visitor management practice. Connections will be made between these key concepts personal visitor experience. HERITAGE & CULTURAL TOURISM W10769498/1 wordcount : 2,423 HERITAGE & CULTURAL TOURISM W10769498/1 wordcount : 2,423 TABLE OF CONTENTS PREFACE………………………………………………………….……1 AUTHENTICITY………………………………………………….……2 INTERPRETATION……………………………………………………5 VISITOR MANAGEMENT ……………………………………………6 DISTINCTIVENESS & SUMMARY ………………………………….8 APPENDICES……………………………………………………..….9-11 BIBLIOGRAPHY………………………………………………………..12 PREFACE The aim of this report is to discuss and analyse the heritage site of the Royal Botanical Garden of Kew as a stand-alone attraction. Within the parameters of evaluation the report will focus on the distinctiveness, authenticity, interpretation of the attraction and its visitor management practice as a heritage site. Personal observation and relevant concepts will be adopted throughout the evaluation… The Royal Botanic Gardens...
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...[Type text] Running Head: LEADERSHIP Leadership at KTG Heba Gouda ID: 867223 Chifley Business School Leadership Executive Summary 2 The general goals of this task are to empower a vital repair to KTG local circumstance and to connection managerial as so as authority rationalities with Operational Review Report, to work out and to create the brilliance of the procurement consented to the district. The distinct aspiration is to identify, build & evaluate agent rehearses for consolidated utilized so that the laborers capacity for engagement created. To approach and propose this circumstance and to create a compelling administration general approach a compound of speculations were taken in attention. The technique to encourage the normal difficulties went up against in this task is a mix of old method for managing, in addition to another system endorsed to be basically proper in managing such awful circumstance. To start with thing first is to get all workers inspired, and this is carried out by numerous ways that is bringing in thought with the distinctive approaches to fulfill the needs of different human wishes and needs. What's more to wrap things up, comes the correspondence part; which is the connection to accomplish things the way it ought to be. Leadership 3 Table of Contents Executive Summary ........................................................................................................................ 2 The Role of the Leader ........
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...REVIVING IRIDIUM “The brilliance of the technology cannot take precedence over the market case. At the end of the day, if you’re spending $5 billion on the technology, there better be a market for it. And if there isn’t, there will be great humiliation.” - Herschel Shosteck, a Wheaton-based wireless analyst, in March 2000. “Iridium failed to match its system to its mission which caused too much pressure on the company to get customers quickly.” - Leslie Taylor, a consultant for the satellite industry in Washington, in March 2000. IRIDIUM’S FAILURE In August 1999, Iridium LLC[1] (Iridium), the world’s largest provider of global mobile satellite voice and data solutions, filed for Chapter 11[2] bankruptcy protection in the United States Bankruptcy Court. The news did not come as a major surprise to the global telecommunications industry since the company’s financial trouble was well known. It had defaulted on US $1.55 billion in bank loans. Considering the company’s investment loss of US $5 billion, the bankruptcy court imposed a deadline of March 15th 2000 to either bring forth a purchaser or to close its operations. In response, Iridium promised that if it couldn’t attract a buyer by 5 p.m. that day, it would proceed with plans to liquidate. Despite the company’s best efforts, it was not able to convince any party to support its business and it was forced to file for bankruptcy. Following this, many executives in the...
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...4 int Po ing g urn etin f T rk s o ma l rie se ocia a in on s rth ces u Fo our res The Manager’s Guide to Social Marketing Using Marketing to Improve Health Outcomes from the Social Marketing National Excellence Collaborative THE MANAGER’S GUIDE TO SOCIAL MARKETING The Manager’s Guide to Social Marketing is one of several social marketing resources available for public health professionals from Turning Point, and the Turning Point Social Marketing National Excellence Collaborative, funded by The Robert Wood Johnson Foundation. It is intended as a stand-alone tool to help you apply effective social marketing to your public health programs and practices. It may be integrated with other social marketing resources, many of which are available free of charge. Visit www.turningpointprogram.org or check the More Resources For You section at the end of this publication for more information. Acknowledgements The Manager’s Guide to Social Marketing was developed under the auspices of the Turning Point Social Marketing National Excellence Collaborative, one of five national collaboratives working to strengthen and transform public health as part of the Turning Point Initiative. Seven states and two national partners participated in this project: Illinois, Ohio, Maine, Minnesota, New York, North Carolina, Virginia, the Association of State and Territorial Health Officials, and the Centers for Disease Control and Prevention. The Robert Wood Johnson Foundation provided...
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...Value innovation: a leap into the blue ocean W. Chan Kim is The Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and International Management at INSEAD. ´ Renee Mauborgne is The INSEAD Distinguished Fellow and a professor of strategy and management at INSEAD. This article is based on their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Harvard Business School Press, 2005). orporate strategy is heavily influenced by its military roots. The very language of strategy is imbued with military references – chief executive ‘‘officers’’ in ‘‘headquarters’’, ‘‘troops’’ on the ‘‘front lines.’’ Described this way, strategy is about confronting an opponent and fighting over a given piece of land that is both limited and constant. Traditionally, strategy focused on beating the competition, and strategic plans are still couched in warlike terminology. They exhort companies to seize competitive advantage, battle for market share, and fight over price. Competition is a bloody battlefield. C The trouble is that if the opposing army is doing exactly same thing, such strategies often cancel each other out, or trigger immediate tit-for-tat retaliation. Strategy quickly reverts to tactical opportunism. So where should companies turn for a more innovative approach to strategy? The answer lies with something we call blue-ocean strategy. We argue that head-to-head competition results in nothing but a bloody red ocean...
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...FACULTY OF MANAGEMENT STRATEGIC MANAGEMENT CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Abstract Majority of administrations have observed the customer relationship management (CRM) design as a hi-tech explanation for glitches in individual region, convoyed by a great deal of not coordinated enterprises. in any case, customer relationship management have to be conceptualized as a strategy, due to its technological, human, and processes implications, meanwhile an organization decides to carry it out. On this concept, the main aim declared in this research is to propose, vindicate, and legalize a model based on critical success influences that will constitute a lead for companies in the execution and diagnosis of a CRM strategy. The model is match by a set of 13 critical success factors with their 55 analogous metrics, which will perform as a lead for organizations desiring to apply this type of strategy. These rudiments cover the three key aspects of every customer relationship management strategy (processes, human factors and technology); giving a universal focuses and appease success in the performing of a CRM strategy. These critical success factors were measured by a group of internationally experts permitting deciding guidelines for a consumer relationship management employment as well as the plausible causes of the shortages in past projects. Introduction In the early of 1960s, Levitt recommended that the aim of...
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